Abstract
The importance of succession planning and choosing the right candidate for the job cannot be underestimated. Having a conceptual framework for clear and honest evaluation of a candidate for an open position is a key factor in choosing the “best” one. Fiedler and Chemers work provides one matrix for determining a fit in terms of their Least Preferred Co-Worker scale. It is easy to check off minimum thresholds for education and experience. The evaluation of “fit” for the job is subjective and often laborious task. While many factors contribute to the success of a person in their job, the idea of knowing the best fit for a given situation is a credible and many times key assessment in selecting the eventual employee. The aim of this paper is to immerse the participants in a situation where they must determine the overall environment through the lens of Fiedler and Chemers’ Contingency Theory and select a new leader for the organization.
Highlights
The primary subject matter for this case is executive succession, along with the leadership and management theories that are required for replacing a leader
Case Synopsis Northwest Community College is in the midst of a scandal
Northwest Community College held an emergency board meeting to relay the results of the budget meeting at the state office
Summary
The primary subject matter for this case is executive succession, along with the leadership and management theories that are required for replacing a leader. The setting is a community college that has experienced some financial issues. The College has a seasoned President and an experienced set of senior leaders. The case has a difficulty level of 4 and is designed for senior level and first year graduate students in leadership, management and organizational theory. The case is designed for delivery in a one and one-half hour class with no more than two hours preparation
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